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dc.contributor.authorCheng-Yu Leeen_US
dc.contributor.authorHsueh-Liang Wuen_US
dc.contributor.authorMenghang Dongen_US
dc.date.accessioned2024-09-19T04:01:07Z-
dc.date.available2024-09-19T04:01:07Z-
dc.date.issued2024-06en_US
dc.identifier.issn1028-7310en_US
dc.identifier.urihttp://dx.doi.org/10.53106/102873102024064401001en_US
dc.identifier.urihttps://ibm.nycu.edu.tw/ibm/cmr/2024_Issue1/Corporate%20Management%20Review_2024%20Volume%2044,%20issue%201,%201-34.pdfen_US
dc.identifier.urihttp://hdl.handle.net/11536/163164-
dc.description.abstract與政府建立政治連結長期以來被視為是企業非市場策略選項之一。然而,相關文獻對於政治連結是如何影響績效尚未達成明確共識,這意味著政治連結的效果或許可以從情境觀點來探討。本研以2002-2016年期間的臺灣上市公司為研究樣本,分析了7,982筆公司年資料,結果顯示:(1)研發投資(市場策略)對績效有正向的效果、(2)政治連結會正向調節研發投資對績效的關係、(3)在環境動盪程度較⼤的情況下,政治連結對研發投資與績效的調節效果會達到最高化。這些研究發現不但豐富了我們對於政治連結的理解,也提示著我們不應過度簡化市場或非市場策略對績效的影響。zh_TW
dc.description.abstractBuilding corporate ties to the government has long been viewed as an important tenet of a firm’s nonmarket strategy; however, the literature thus far has not yet concluded the performance implications of doing so. The mixed findings pave the way for the contextual approach to the performance effect of corporate engagement in political ties. This study thus investigates the nuances of the complex balancing act between two types of strategy choices and environmental dynamism with a sample of 7,982 firm-year observations of publicly listed firms in Taiwan during 2002-2016. The results show that building corporate political ties per se cannot guarantee firm performance, but its synergistic effect with R&D investment leads to better performance. Furthermore, this synergistic effect becomes stronger for firms subject to more dynamic environments. The findings of this study not only enrich strategy research but also caution against polarizing either market- or nonmarket-oriented strategy.en_US
dc.language.isoen_USen_US
dc.publisher國立陽明交通大學 經營管理研究所zh_TW
dc.publisherInstitute of Business and Magement, National Yang Ming Chiao Tung Universityen_US
dc.subject非市場策略zh_TW
dc.subject政治連結zh_TW
dc.subject研發投資zh_TW
dc.subject環境動盪zh_TW
dc.subjectNonmarket strategyen_US
dc.subjectcorporate political tiesen_US
dc.subjectR&D investmenten_US
dc.subjectenvironmental dynamismen_US
dc.titleExamining the interplay between non-market and market strategies: A study on political ties and R&D investmenten_US
dc.title非市場策略與市場策略的交互作用:以政治關係和研發 投資為例zh_TW
dc.typeCampus Publicationsen_US
dc.identifier.doi10.53106/102873102024064401001en_US
dc.identifier.journal交大管理學報zh_TW
dc.identifier.journalCorporate Mangement Reviewen_US
dc.identifier.journalChiao Da Mangement Reviewen_US
dc.citation.volume44en_US
dc.citation.issue1en_US
dc.citation.spage1en_US
dc.citation.epage34en_US
顯示於類別:交大管理學報


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